Promoting your best worker into a management role doesn’t mean he’ll automatically make a great team leader. If your company doesn’t provide the right type of support to this new manager, you’re risking a huge failure.
It seems like most managers have forgotten the mentorship part of their jobs – if you listen to the voice of the sales rep. “He doesn’t seem like he wants to help me out,” a respondent said about his manager in SalesFuel’s 2017 Voice of the Sales Rep study. “He is not around when I need him or he fails to see the importance of an issue I need his help to resolve.” These are direct quotes from two of the 725 salespeople SalesFuel polled in January 2017. And it’s what sales representatives are thinking, but aren’t telling their managers. Download this free white paper now!
If your new sales assistant seems intimidated by the bully in the budget office, she might be in the habit of relying on you to get the monthly sales numbers. To prevent this situation from getting out of hand, follow the advice of Marlene Chism and train your team members to solve more of their own problems.
When it comes to employee training, you must concern yourself not only with what is taught, but also with how it will be learned by your employees. After all, the best training in the world will be wasted if your employees cannot retain and apply it.
As Rob Carucci points out in his recent Forbes column, executives who steal from the company or harass subordinates are fodder for news talk shows and late-night comedy mockery. Those kinds of blunders can bring a company down, but other kinds of leader errors cause problems, too.
73% of sales reps have, at some point in their career, left a company of their own accord, according to a January 2017 survey of 725 U.S. sales representatives by my firm SalesFuel. It’s a fact that one of the biggest headaches for sales managers these days is trying to find and hire good salespeople. I often get asked about the best places to find sales talent and how to reel in the best candidates. But it’s more productive to look at the problem from a different angle.
As a manager, you’ve probably noticed that some new reps excel at following up on leads and closing deals, while others don’t. The problem for some lower-performing reps is tied to a lack of mental toughness, in Gregg Swanson’s opinion.
Nobody enjoys being the bearer of bad news. As a manager, sooner or later, you’ll encounter a situation which requires you to give team members information that won’t be welcome.
As Dr. Tony Alessandra articulated so well in his November 30th blog “Foolproof Sales Training,” many organizations are turning to virtual training (i.e. simulation learning) to create a continuous learning culture.